As part of its ‘One Bank, One Team’ philosophy, ICICI Bank leverages its human capital to deliver customer value, drive sustainable growth and help the Bank to serve customer with "seva bhaav". Fair compensation, learning and growth, care and meritocracy are the key tenets of the Bank’s human capital strategy, which is aimed at fostering a service-oriented customer-centric, and ethical workforce. The Bank’s organisational design allows employees to collaborate for delivering to customer needs. Reducing organisational silos and decentralising decision-making steers ICICI Bank’s customer-oriented approach while empowering frontline teams to identify business prospects and serve customer needs within the guardrails of risk and compliance.
ICICI Bank follows a prudent compensation framework under the guidance of the Board of Directors and the Board Governance Remuneration & Nomination Committee (BGRNC) in line with the Reserve Bank of India (RBI) guidelines. It rewards team performance, with fixed pay reflecting roles, responsibilities and variable pay, including bonuses and share-linked instruments, rewarding collective performance. Share-linked instruments reflect individual potential and role criticality. Compensation for assurance functions (Risk, Compliance, Internal Audit) is linked to function-specific outcomes independent of the business areas overseen.
ICICI Bank’s recruitment strategy is designed to attract and onboard employees aligned with its cultural framework and organisational ethos. Its philosophy of “hire for attitude, train for skill” uses tools such as personality inventories to assess behavioural preferences and alignment with the Bank’s values.
In fiscal 2025, the Bank launched a new graduate-level initiative - ICICI Bank Aspire - to impart core banking skills to fresh graduates, generating opportunities for communities across the country, and a sustainable supply of culturally oriented employees across locations.
Besides the industry-academia programmes, the Bank inducts talent from across graduate, management, chartered accountancy and engineering campuses.
As part of its Customer 360° approach, the Bank has invested significantly in learning and development (L&D) to empower employees with multi-product expertise and cross-functional skills.
The Bank’s capability-building architecture spans functional training, leadership development, digital skilling and its industry-academia partnerships.
Learning hours
Learning days per employee
(In fiscal 2025)
The ICICI Bank Probationary Officers Programme develops first-level managers, while the Post Graduate Programme in Relationship Management builds expertise in sales and relationship management at front-line level. ICICI Young Leaders Programme (YLP) is a career acceleration pathway for graduates to move into managerial roles. The Ascend Programme inducts graduates from top-tier institutes, and the ICICI Business Leadership Programme provides a certification in securities markets.
The mandatory Customer 360° Programme equips relationship managers across departments to serve customer needs in a holistic fashion. It covers product knowledge, digital propositions, compliance, and scenario-based customer interactions, with advanced modules that deepen expertise in trade products, business banking, and asset products.
ICICI Bank conducts workshops to strengthen its risk and compliance culture. In fiscal 2025, approximately 31,000 employees participated in sessions emphasising decision-making within the Bank’s risk framework. These workshops, integrated into the Branch Leadership Programme, reinforce the application of the risk framework at the level of the business centres.
The programme trains new Branch Managers and Deputy Branch Managers in Customer 360°, micromarket strategies, branch profitability, service orientation and operating within the risk and compliance norms of the Bank. In fiscal 2025, around 2,500 business centre leaders were trained.
Functional academies deliver tailored training across various domains like retail banking, credit, operations, business banking, wholesale banking, transaction banking, etc.
The Digital Academy supports the Bank-to-BankTech strategy, skilling employees in API and Microservices, Cloud Computing, Data Engineering, Artificial Intelligence, Cybersecurity, and UI/UX Design. The PRISM programme emphasises hands-on learning through virtual labs. The Bank also conducts cybersecurity programmes, covering infrastructure security and digital forensics, in partnership with reputed institutions to mitigate digital and security risks.
Leadership Development programmes and Leadership Engagement sessions are conducted on a regularly. The Bank provides exposure to leadership teams through investor forums, post board engagement sessions and a leadership programme called “Leading—the ICICI way”.
The ‘Ignite' series is an ongoing initiative to keep employees abreast of breakthroughs in domains such as leadership, digital transformation, data science, and behavioural economics through engagement with domain experts and thought leaders. ICICI Bank also partners with thought leaders across academia, management and sports to engage with and build leadership perspectives. Through the Leadership Academy, the Bank organises formal leadership development programmes on identified themes, such as Leadership, Technology, Data Science and Design Thinking.
The Learning Matrix platform administers application-oriented assessments with an 80% pass criterion. The Bank uses the data to refine training content and give feedback to its internal facilitators.
ICICI Bank has constituted academic councils to review and align learning content and design with evolving business needs.
The Bank’s approach to job rotation provides avenues for employees to take up new roles and not restrict themselves to specific areas. Through cross-functional opportunities, the Bank equips them to cater to customers’ 360˚ banking requirements.
The Bank has institutionalised a succession planning and leadership development initiative to identify and groom leaders for next-level roles. Through the Senior Management Cover Index (SMCI), it closely tracks the depth of the leadership bench at senior management positions. The Bank has a strong bench for key positions and for critical leadership roles.
The Bank supports employees with an inclusive, meritocratic workplace, imbibing Officer Like Qualities (OLQs) such as respect, humility and learning. A 24x7 emergency helpline and provides prompt emergency medical support to employees and their immediate family members.
The Bank has tie-ups with leading hospitals across various cities to ensure quick medical care in medical emergencies. This is complemented by group insurance schemes and a Parental Insurance Scheme.
The Bank has curated a range of benefits and policies to meet the life stage needs and safety of our employees. It also provides support for children with special needs.
The Bank’s framework for the prevention of sexual harassment adheres to The Sexual Harassment of Women at Workplace (Prevention, Prohibition & Redressal) Act, 2013. New joinees are provided with mandatory e-learning about the policy. The Bank also regularly communicates with employees regarding the mechanism for raising complaints and the need for the right conduct. The policy ensures that all complaints are handled promptly and effectively with utmost sensitivity and confidentiality and are resolved within defined timelines.
The Bank has also set in place an employee service platform to ensure that quick resolution and assistance is available to all employees around people process related queries and service requests and grievances. Known as iCare, this platform integrates multi-channel support, servicing queries with timely resolution and no drop-off. By harnessing the power of AI, the iCare platform also has a well-trained chatbot, allowing a significant proportion employee requests to be handled automatically. Employees can avail these services through email, phone or through the Bank’s proprietary platform – Universe on the Move.
Open communication is fostered through Leadership Engagement Sessions, updates on the Bank’s performance, monthly “Conversation sessions” between supervisors and HR managers and their teams and new joiners, and the iEngage onboarding programme. Other programmes include business centre visits and ongoing engagements by Executive Directors.
The Bank's senior management, including Executive Directors, regularly engages with employees physically and virtually to emphasise ethical conduct, adherence to regulations and compliance. Onboarding sessions are conducted by Business and HR managers to induct all new hires into the Bank's culture and systems.
ICICI Bank has implemented various measures to ensure a safe and healthy workplace. Some of these are:
ICICI Bank’s digital careers platform ‘iUniverse’ ensures a seamless candidate experience from the application to the onboarding stage. Candidates can apply for relevant jobs at the click of a button and be updated with real-time progress of their job application. At any juncture, candidates can reach out for support through a comprehensive service platform that integrates chat, calls, and emails.
Through API-based integration, UOTM offers a host of services to employees while ensuring security and accessibility. Artificial Intelligence (AI) and Machine Learning (ML) are used to provide customised user experience. The services are deeply integrated with core platforms such as Human Resource Management System and Sales CRM (Customer Relationship Management). Enhanced features include geo-fencing sign-in, investment declarations, and business enablers like lead creation and approvals.
The Learning Matrix is an AI-enabled digital learning platform with a rich online library and features like social learning and access to curate open content. This AI-powered platform recommends learning programmes and helps to curate content based on in-platform feedback. It offers an intuitive and engaging learning experience to employees on the go.
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